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A Structural Perspective on Organizational Cognitions: Attributions of Power, Performance, and Attitudes
journal contribution
posted on 1995-01-01, 00:00 authored by Kathleen CarleyKathleen Carley, David KrackhardtDavid KrackhardtWe develop a model of individual’s organizational cognitions (mental models for
attitudes and evaluations of self and others in the workplace) that combines structural and
cognitive influences. In this model cognition mediates the influence of structure on
individual outcomes (attitudes and evaluations). We examine this model using data from a
small engineering firm (including social network, attitude, and evaluation information). The
results support the model and are consistent with the argument that individuals' structural
position and roles constrain their organizational cognitions and so affect their evaluations of
themselves and others. Accordingly, supervisors and subordinates both utilize the same
information in different ways and utilize different information. Consequently, the
organizational cognitions of individuals who occupy different structural positions differ
systematically from each other. In particular, supervisors are more likely than subordinates
to use external, organizationally validated information in evaluating subordinates; whereas,
subordinates’ cognitions are more informed by patterns of friendship.